TURIBA UNIVERSITY

BUSINESS ADMINSTRATION FACULTY

NISHANT RANA

Masters in Business Administration

Group code: UMA1D2

PRACTICE REPORT

OF

INTERNSHIP IN MARKETING DEPARTMENT

KAPUY CORPORATE EVENTS e.U., AUSTRIA

DEPARTMENT OF COMMERCE

Advisor: Professor Rosita Zvirgzdina

Riga, 2026

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 DECLARATION

I, Nishant Rana, hereby declare that the Internship Practice Report titled “Internship at
KAPUY Corporate Events e.U.” is a genuine account of the work and learning undertaken
during my internship in the Marketing Department of the company from 28 April 2025 to 03
August 2025. This report has been prepared based on my direct experiences, observations, and
insights gained during the internship. It has not been submitted elsewhere for the award of any
degree, diploma, or certificate.

Nishant Rana

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 ACKNOWLEDGEMENT

I would like to express my deepest gratitude to all those who have supported me throughout
my internship and the preparation of this practice report. Their guidance, insights, and
encouragement have been invaluable in shaping this document and my professional growth.

First and foremost, I am deeply thankful to the management of KAPUY Corporate Events e.U.
for providing me with the opportunity to undertake my internship in the Marketing Department
from 28/04/2025 to 03/08/2025. Special thanks to the team for their mentorship, allowing me
to gain hands-on experience in a dynamic corporate events environment. Their feedback and
support helped me apply theoretical knowledge to real-world scenarios.

I am also indebted to Turiba University and my advisor, Professor Rosita Zvirgzdina, for
guiding me through this academic requirement and providing a platform to integrate my
internship experiences with business administration principles.

A heartfelt thank you to my family and friends for their unwavering support and encouragement
during this period. Without their motivation, this report would not have been possible.

Additionally, I extend my appreciation to the Marketing Department at KAPUY Corporate

Events e.U. for affording me the chance to participate in meaningful projects that enhanced my
skills in digital marketing, event promotion, social media management, and client engagement
in the corporate events sector.

This internship has been a transformative experience, and I am grateful to everyone who
contributed to its success.

Nishant Rana

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 TABLE OF CONTENTS

SUMMARY ........................................................................................................................ 1
ASSESSMENT OF COMPANY’S BUSINESS ACTIVITIES .......................................... 2
1.1 Introduction ................................................................................................................... 2
1.2 Marketing ...................................................................................................................... 2
1.3 What KAPUY Corporate Events offers to customers? ................................................. 3
ASSESSMENT OF STRATEGIC MANAGEMENT OF THE COMPANY ..................... 5
2.1 Strategic Management process...................................................................................... 5
2.2 Mission, Vision & Values ............................................................................................. 6
2.3 Duties on internship...................................................................................................... 7
ASSESSMENT OF HUMAN RESOURCE MANAGEMENT ........................................ 9
3.1 Role of human resource management........................................................................... 9
3.2 Hiring strategies of KAPUY Corporate Events ........................................................... 10
3.3 Product of Company .................................................................................................... 11
3.4 Labor Relationship ....................................................................................................... 12
3.5 Conclusion & Recommendation for the improvement................................................. 12
ASSESSMENT OF MARKETING.................................................................................... 14
4.1 Evaluation of marketing environment in the company................................................. 14
4.2 Marketing strategy of KAPUY Corporate Events ........................................................ 15
4.3 PESTLE analysis of the marketing strategies .............................................................. 16
4.4 SWOT Analysis ............................................................................................................ 17
4.5 Conclusion & Recommendation for the improvement.................................................. 18
CONCLUSION .................................................................................................................. 19
RECOMMENDATIONS .................................................................................................... 21
PRACTICE REFERENCE ................................................................................................. 24

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SUMMARY FOR TOP MANAGEMENT

During my three-month internship at KAPUY Corporate Events e.U. in Austria (from 28 April
2025 to 03 August 2025), I worked in the Marketing Department of this specialized event
management company. KAPUY Corporate Events e.U. focuses on organizing high-quality
corporate events, including conferences, incentive trips, team-building activities, gala dinners,
and hybrid formats, primarily for business clients across Austria and Central Europe. The
company leverages Austria's stunning locations—such as Vienna's historic venues, Salzburg's
cultural sites, and the Alpine regions—for unique, memorable experiences.

As a small, agile firm operating as an e.U. (single-member limited liability company), KAPUY
emphasizes personalized service, creativity, and strong partnerships with venues, suppliers, and
freelancers. My responsibilities included assisting with digital marketing campaigns, social
media content creation, email newsletters, LinkedIn outreach, and performance analytics,
which contributed to a noticeable increase in client inquiries and online engagement during my
tenure.

Through direct observations and participation, I evaluated the company's business activities,
strategic management, human resources, and marketing efforts in the context of the European
events industry, which is projected to grow significantly with trends toward hybrid events,
sustainability, and experiential corporate gatherings. The Austrian hospitality and events sector
benefits from the country's stable economy, tourism infrastructure, and post-pandemic recovery
in corporate spending.

This report highlights KAPUY's strengths in niche personalization and local expertise, while
identifying opportunities in digital transformation and sustainable practices. Challenges
include competition from larger agencies and seasonal demand fluctuations. The internship
bridged theoretical MBA concepts with practical applications, enhancing my skills in B2B
marketing, content strategy, and cross-cultural collaboration. Overall, it reinforced the
importance of agile, client-centric approaches in the dynamic events sector, preparing me for a
career in international event management.

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1. ASSESSMENT OF COMPANY’S BUSINESS ACTIVITIES

1.1 Introduction

KAPUY Corporate Events e.U. is a boutique event management company based in Austria,
specializing in corporate events that combine professional objectives with memorable
experiences. As a registered e.U., it operates with flexibility typical of small Austrian
enterprises, allowing quick decision-making and personalized client service. The company was
established to fill a niche in the market for tailored corporate gatherings, drawing on Austria's
rich cultural heritage, scenic landscapes, and world-class infrastructure.

During my internship, I observed that the European events industry, including Austria, is
experiencing robust growth. According to recent reports, the broader hospitality market in
Austria is expected to reach USD 23.39 billion in 2025, with corporate events playing a key
role in the MICE (Meetings, Incentives, Conferences, Exhibitions) segment. Austria's central
location in Europe, stable political environment, and high-quality venues make it attractive for
business events. Vienna alone hosts thousands of corporate gatherings annually, supported by
facilities like the Austria Center Vienna.

KAPUY positions itself as a partner for companies seeking unique events beyond standard
conferences—incorporating elements like alpine team-building or cultural immersions in
historic sites. The business model relies on project-based revenue, with clients from sectors
like tech, finance, and manufacturing. Operations involve close collaboration with local
suppliers for venues, catering, transportation, and entertainment, ensuring seamless execution.

The company's size allows for high customization but also presents challenges in scaling for
larger events. My exposure to daily operations revealed a focus on quality over quantity, with
an emphasis on post-event feedback to refine services. This introduction sets the foundation
for assessing how KAPUY's activities align with industry trends, including the shift toward
hybrid formats and sustainable practices post-pandemic.

1.2 Marketing

Marketing at KAPUY is primarily digital and relationship-driven, targeting B2B clients

through professional networks. The company utilizes LinkedIn for thought leadership posts,
case studies of past events, and targeted outreach to decision-makers in corporations. Email

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marketing campaigns feature newsletters highlighting seasonal event ideas, such as summer
incentives in the Alps or winter galas in Vienna.

During my internship, I contributed to creating content for social media platforms, including
Instagram reels showcasing event highlights and LinkedIn articles on trends like sustainable
team-building. These efforts resulted in a 20% increase in platform engagement. The website
serves as a portfolio, with high-quality photos and testimonials from clients. Partnerships with
venues and tourism boards amplify reach through co-marketing.

Traditional elements include participation in industry fairs and networking events in Vienna.
Budget allocation favors cost-effective digital tools, reflecting the small team's efficiency.
Challenges include limited visibility compared to larger agencies, addressed through SEO
optimization and Google Ads for keywords like "corporate events Austria." Overall, marketing
emphasizes authenticity and personalization, aligning with the company's core offering.

1.3 What KAPUY Corporate Events offers to customers?

KAPUY provides comprehensive event services tailored to corporate needs: full planning from
concept to execution, venue scouting in iconic Austrian locations, logistics management,
themed programs (e.g., cultural tours, adventure activities), hybrid tech integration, and
sustainability options like eco-friendly catering.

Clients benefit from enhanced team cohesion, networking opportunities, and brand
reinforcement through memorable experiences. For instance, incentive trips to the Alps boost
motivation, while conferences in Vienna combine business with cultural enrichment. Post-
event services include feedback analysis and photo/video packages. This value proposition
differentiates KAPUY in a market valuing experiential over transactional events.

Fig .1: Team Building in Austrian Alps

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 Fig. 2: Corporate Conferences in Vienna Historic Venues

Fig. 3: Gala Dinners in Elegant Austrian Palaces

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2.0 ASSESSMENT OF STRATEGIC MANAGEMENT OF THE
COMPANY

2.1 Strategic Management process

Strategic management at KAPUY Corporate Events e.U. is characterized by its agility,

informality, and strong orientation toward client needs and market trends, which is typical for
small, owner-managed enterprises in Austria. Unlike large corporations with rigid annual
planning cycles, KAPUY adopts a flexible, iterative approach that allows quick adaptation to
changing client demands, seasonal fluctuations, and emerging industry trends.

The process begins with continuous environmental scanning. The owner and key team
members regularly monitor developments in the corporate events sector through industry
newsletters, participation in tourism and MICE (Meetings, Incentives, Conferences,
Exhibitions) fairs in Vienna and Salzburg, and analysis of competitor offerings. Tools such as
Google Alerts for keywords like “corporate team building Austria” and “hybrid events
Europe,” as well as insights from the Austrian Chamber of Commerce (WKO) reports, help
identify opportunities and threats early.

Goal setting occurs primarily at the beginning of each calendar year and is reviewed
quarterly during team meetings. Objectives are formulated in a pragmatic, achievable manner
rather than strictly following SMART criteria, though they remain specific and measurable.
Examples include increasing the number of incentive events in the Alpine region by 20% or
achieving a client satisfaction score above 9.0 out of 10. During my internship, I participated
in one such quarterly review in July 2025, where we analyzed the performance of spring and
early summer events and adjusted targets for the autumn season based on incoming inquiries.

Strategy formulation is highly collaborative. Ideas for new event concepts, marketing
initiatives, or partnerships are brainstormed in informal sessions that involve the entire core
team. Creativity is encouraged, and decisions are made quickly due to the flat hierarchy. For
instance, the decision to strengthen the hybrid event offering was made after observing
increased client requests for virtual participation options post-pandemic.

Implementation follows a project-based structure. Each event is treated as an individual

project with clear milestones: initial client briefing, concept presentation, detailed planning,
execution, and post-event evaluation. Marketing activities supporting strategic goals—such as
targeted LinkedIn campaigns—are integrated into this cycle. I observed that risk management

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is practical: event cancellation insurance, backup suppliers, and weather contingency plans for
outdoor activities are standard.

Evaluation closes the loop and is conducted rigorously after every event through client
feedback forms, Net Promoter Score (NPS) surveys, and internal debriefings. Key performance
indicators include repeat business rate, referral rate, profit margin per event, and social media
engagement from event-related posts. Data from these evaluations feed directly into the next
planning cycle. During my internship, I assisted in compiling feedback from a team-building
event in June 2025, which revealed strong appreciation for creative elements but suggestions
for improved digital registration processes—insights that were immediately incorporated into
upcoming projects.

Overall, this agile strategic management process enables KAPUY to remain

competitive despite its small size, fostering responsiveness and innovation while maintaining
high service quality.

2.2 Mission, Vision & Values

Although KAPUY Corporate Events e.U. does not have a formally published mission and
vision statement on its website, the guiding principles are clearly communicated internally and
reflected consistently in daily operations and client interactions.

The mission can be summarized as: “To create unforgettable, tailor-made corporate
events that strengthen team spirit, foster business relationships, and deliver measurable value
to our clients through creativity and flawless execution.” This mission is lived out in every
project by prioritizing client objectives—whether enhancing employee motivation through
incentive trips or facilitating knowledge exchange at conferences—while leveraging Austria’s
unique locations and cultural assets.

The vision is to establish KAPUY as the preferred partner for innovative corporate
events in Austria and to expand its reputation across Central Europe within the next five years.
The owner frequently mentions the goal of becoming recognized for sustainable and hybrid
event concepts that set industry benchmarks in the region.

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The core values that underpin all activities are:

• Creativity: Developing original concepts that go beyond standard offerings, such as

combining business meetings with cultural experiences in Vienna’s palaces or
adventure elements in the Alps.

• Client-centricity: Placing the client’s goals and satisfaction at the center of every
decision, with flexible adjustments even during event execution.

• Sustainability: Increasing use of regional suppliers, eco-friendly materials, and

carbon-offset options to align with growing corporate responsibility demands.

• Teamwork and integrity: Maintaining open communication within the small team and
with partners, and delivering on promises transparently.

• Quality and reliability: Ensuring flawless logistics and high professional standards,
which build long-term trust.

These values are not just declarative; during my internship, I saw them in action—for example,
when the team reworked a concept at short notice to incorporate a client’s sustainability
requirements, or when creative brainstorming sessions produced unique themes that received
enthusiastic client feedback. The values create a cohesive culture that supports strategic goals
and differentiates KAPUY from larger, more standardized competitors.

2.3 Duties on internship

My internship duties in the Marketing Department were directly linked to supporting the
company’s strategic objectives, particularly increasing visibility, generating qualified leads,
and strengthening the brand in the corporate events market.

Daily and weekly tasks included:

• Content creation: Developing posts for LinkedIn and Instagram, including captions,
graphics (using Canva), and short videos/reels highlighting past events or seasonal
offers. I created a series of posts promoting summer team-building activities in the
Austrian Alps, which achieved above-average engagement.

• Email marketing: Preparing and sending newsletters via Mailchimp to the existing
client database. I drafted content for a July 2025 newsletter featuring “Hybrid Event

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 Solutions,” incorporating client testimonials and calls-to-action that resulted in several
direct inquiries.

• LinkedIn outreach: Researching potential clients (e.g., HR managers and event

coordinators in Austrian and German companies) and supporting personalized
connection requests and follow-up messages.

• Website updates: Assisting in adding new event case studies and photos to the portfolio
section, as well as minor SEO improvements (meta descriptions, alt texts).

• Analytics and reporting: Monitoring performance of social media posts and Google
Ads campaigns using LinkedIn Analytics and Google Analytics. I prepared a monthly
report in August 2025 summarizing reach, engagement rates, and lead sources.

• Participation in strategic discussions: Attending team meetings where marketing

activities were aligned with upcoming events and overall goals. I contributed ideas for
a campaign targeting the tech sector in Vienna.

Specific projects I worked on:

1. Development of a targeted LinkedIn campaign for “Sustainable Corporate Events,”

including sponsored posts and organic content, which generated 18 new qualified leads.

2. Creation of a digital brochure for hybrid conference solutions, distributed via email and
downloadable from the website.

3. Support in preparing a pitch presentation for a potential partnership with a Vienna hotel
chain.

These duties provided hands-on experience in executing marketing strategies that directly
supported KAPUY’s growth objectives. I learned how to align creative content with business
goals, measure effectiveness, and adapt quickly to feedback—skills that deepened my
understanding of strategic management in a small enterprise context. The practical application
of theoretical knowledge from my MBA studies (e.g., marketing mix, digital strategy) in a real
European business environment was invaluable.

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3.0 ASSESSMENT OF HUMAN RESOURCE MANAGEMENT

3.1 Role of human resource management

In a small enterprise like KAPUY Corporate Events e.U., human resource management (HRM)
plays a pivotal yet informal role, differing significantly from the structured HR departments
found in large corporations. With a core team of 5–8 permanent members supplemented by a
network of freelancers and seasonal staff, HRM focuses on attracting creative talent, ensuring
smooth project collaboration, maintaining high motivation, and complying with Austrian labor
regulations without the need for a dedicated HR specialist. The owner-manager personally
oversees most HR functions, supported by administrative tools and occasional external
consulting for complex issues such as contracts or payroll.

The primary role of HRM at KAPUY is to align human capital with the company's
project-based, seasonal business model. This involves forecasting staffing needs based on the
event pipeline, coordinating freelancers for peak periods (e.g., summer incentives or winter
conferences), and fostering a culture that supports creativity and client focus. During my
internship, I observed that HRM contributes directly to operational success by ensuring the
team is flexible, skilled, and motivated—essential in an industry where events require intense,
short-term collaboration under tight deadlines.

Key HRM activities include recruitment, onboarding, performance feedback, skill

development, and employee well-being. Performance is evaluated informally through project
debriefings and client feedback rather than annual appraisals. Motivation is maintained through
flexible working arrangements, project variety, and financial incentives tied to successful
events. HRM also ensures compliance with Austrian labor laws, such as the
Arbeitsverfassungsgesetz (Labor Constitution Act) and the Angestelltengesetz (Salaried
Employees Act), covering working hours, holidays, and social security contributions.

In the context of the events industry, effective HRM is critical for service quality:
creative and reliable staff directly translate into memorable client experiences. KAPUY's
approach leverages the advantages of small size—close personal relationships, quick
communication, and low bureaucracy—while addressing challenges like limited internal
training resources and dependency on freelance availability. Overall, HRM at KAPUY acts as
an enabler of agility and creativity, supporting strategic goals of delivering high-quality,
personalized events.

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3.2 Hiring strategies of KAPUY Corporate Events

KAPUY Corporate Events employs targeted, relationship-oriented hiring strategies suited to

its small scale and creative industry requirements. Recruitment prioritizes candidates with a
blend of event management experience, creativity, organizational skills, and multilingual
capabilities (German and English are essential, with additional languages like French or Italian
as advantages).

The main channels for hiring include:

• Professional networks and referrals: The owner and team members actively use
personal contacts within the Austrian hospitality and events sector. Referrals from
trusted partners (venues, suppliers) are highly valued, as they ensure cultural fit and
reliability.

• LinkedIn and industry platforms: Job postings are placed on LinkedIn, targeting
keywords such as “Event Manager Austria,” “Corporate Events Planner,” or “Team
Building Coordinator.” During my internship, I assisted in drafting a job advertisement
for a part-time event coordinator role.

• University and internship programs: Cooperation with Austrian universities (e.g.,

MODUL University Vienna or FH Salzburg tourism programs) and international
placement platforms to attract young talent and interns. My own internship was secured
through Turiba University's international network.

• Specialized job boards: Platforms like [Link], StepStone Austria, and tourism-
specific sites are used occasionally.

The selection process is thorough but efficient: initial screening of CVs and portfolios
(candidates often submit event concept examples), followed by one or two interviews focusing
on practical scenarios (e.g., “How would you handle a last-minute venue change?”). Cultural
fit and enthusiasm for creative event design are weighed heavily alongside technical skills. For
freelancers, KAPUY maintains a curated database of proven collaborators (photographers,
guides, entertainers) built over years.

Hiring is opportunistic rather than continuous—positions open when the event pipeline
justifies expansion or when replacing departing staff. This approach minimizes fixed costs
while ensuring high-quality talent. Challenges include competition from larger agencies

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offering higher salaries and the need for multilingual staff in an international market. However,
KAPUY compensates with flexible work, project variety, and the appeal of working on unique
Austrian events.

3.3 Product of Company

Although KAPUY Corporate Events e.U. is a service-oriented company, its core “products”
are carefully designed event packages and customized solutions that function as intangible yet
highly experiential offerings. These can be categorized as follows:

1. Conferences and Seminars: Full organization of business meetings, including venue

selection (e.g., modern congress centers in Vienna), technical setup, catering, and
speaker coordination. Hybrid options with streaming platforms are increasingly
included.

2. Incentive Trips and Rewards: Motivational travel programs for high-performing

teams, often set in scenic Austrian locations such as the Alps or Danube region.
Activities include exclusive dinners, adventure sports, or cultural experiences.

3. Team-Building Programs: Creative outdoor and indoor activities designed to

strengthen collaboration—examples include alpine hiking with leadership exercises,
escape games in historic castles, or cooking workshops with Austrian chefs.

4. Gala Dinners and Celebrations: Elegant evening events for company milestones,
product launches, or Christmas parties, featuring themed decoration, entertainment, and
fine dining.

5. Sustainable and CSR-Focused Events: Growing segment incorporating eco-friendly

practices—local sourcing, carbon offsetting, and social impact activities (e.g., tree-
planting during team-building).

Each “product” is highly customized: the process begins with a detailed client briefing to
understand objectives (e.g., team motivation, networking, brand reinforcement), followed by
concept proposals, budgeting, and execution. The unique selling point is the integration of
Austrian authenticity—leveraging local culture, cuisine, and landscapes—to create
memorable, value-adding experiences. During my internship, I contributed marketing materials
for the team-building and sustainable event categories, highlighting how these offerings deliver
measurable outcomes like improved employee engagement and positive brand perception.

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3.4 Labor Relationship

Labor relationships at KAPUY Corporate Events e.U. are characterized by openness,

flexibility, and mutual trust, reflecting Austrian workplace culture and the small-team dynamic.
Permanent employees enjoy flexible working hours, remote work options (especially for
planning phases), and project-based schedules that accommodate peak seasons.

Communication is direct and frequent through weekly team meetings (often hybrid)
and instant messaging tools like Slack or WhatsApp groups. Feedback flows both ways:
employees can openly suggest improvements, and management provides constructive input
during project debriefs. This fosters a collaborative environment where everyone feels
ownership of event success.

Compliance with Austrian labor law is meticulous: contracts specify working hours
(typically 38.5–40 per week), overtime compensation, minimum 5 weeks annual leave, and
continued payment during illness. Social security and pension contributions are handled
correctly. Freelancers receive clear project contracts with defined fees and deadlines.

Employee well-being is supported informally through team events (ironically organized

by the company itself), flexible arrangements for personal needs, and recognition of
contributions (e.g., bonuses tied to profitable projects). During my internship, I experienced
this supportive culture firsthand—the team was welcoming, provided mentorship, and
encouraged initiative. Turnover appears low due to the engaging work and personal
relationships. Potential improvements include more structured feedback sessions and wellness
initiatives as the company grows.

3.5 Conclusion & Recommendation for the improvement

Human resource management at KAPUY Corporate Events e.U. effectively supports the
company's agile, creative operations through informal yet thoughtful practices that prioritize
talent fit, flexibility, and compliance. The small size enables strong personal relationships and
quick adaptation, contributing to high service quality and employee satisfaction.

However, as the company aims for growth and international expansion, formalizing certain
aspects would enhance scalability and professionalism.

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Recommendations:

1. Introduce structured onboarding and training programs: Develop a digital

handbook and mandatory training modules (e.g., on project management tools,
sustainability practices) for new hires and freelancers (€3,000 initial investment).

2. Implement predictive staffing tools: Use simple forecasting software linked to the
event pipeline to better anticipate freelance needs and avoid last-minute shortages.

3. Formalize performance feedback: Introduce bi-annual review sessions with clear

criteria to support career development and motivation.

4. Enhance employee well-being initiatives: Offer subsidized gym memberships or

mental health days, especially during intense seasons.

5. Expand diversity and inclusion efforts: Actively seek candidates from

underrepresented groups to enrich creativity and appeal to international clients.

These improvements would strengthen HRM's strategic contribution while preserving the
positive, familial culture that defines KAPUY.

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4.0 ASSESSMENT OF MARKETING

4.1 Evaluation of marketing environment in the company

The marketing environment at KAPUY Corporate Events e.U. is shaped by its position as a
small, niche player in the highly competitive Austrian and Central European corporate events
market. Internally, the environment is supportive of marketing efforts due to the flat
organizational structure, which allows direct collaboration between marketing activities and
event operations. The small team size (including freelancers) fosters quick decision-making
and creative freedom, enabling rapid content creation and campaign adjustments. During my
internship, I experienced this firsthand: ideas for social media posts or email campaigns could
be proposed, approved, and launched within days.

Externally, the macro environment presents both opportunities and challenges. The
Austrian events industry benefits from the country's strong tourism infrastructure and
reputation as a premier destination for MICE activities. Vienna ranks consistently among the
top global congress cities (according to ICCA rankings), and regions like Salzburg and the Alps
attract incentive and team-building events. Post-pandemic recovery has boosted corporate
spending on employee well-being and hybrid gatherings, creating demand for KAPUY's
personalized offerings.

However, competition is intense. Larger agencies (e.g., international players like Cvent
or local firms with bigger teams) dominate with greater budgets for advertising, broader
networks, and in-house technical capabilities for large-scale hybrid events. Digital platforms
have leveled the field somewhat, allowing small firms like KAPUY to compete through
targeted B2B marketing, but visibility remains a challenge. Economic factors, such as
fluctuating corporate budgets during inflationary periods, influence client decisions toward
cost-effective yet impactful events.

The marketing environment also reflects digital transformation trends: clients

increasingly discover providers via online searches, LinkedIn, and recommendations rather
than traditional trade fairs. Sustainability has emerged as a key differentiator, with corporations
seeking eco-certified events to align with CSR goals. KAPUY's environment encourages
authentic, content-driven marketing that showcases real event outcomes and client
testimonials, rather than aggressive sales tactics. Overall, while resource constraints limit scale,

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the environment rewards creativity, personalization, and niche expertise—strengths that
KAPUY leverages effectively.

4.2 Marketing strategy of KAPUY Corporate Events

KAPUY Corporate Events employs a focused B2B marketing strategy centered on digital
channels, relationship-building, and content marketing to attract and retain corporate clients.
The overarching goal is to position the company as the go-to provider for creative, authentic
Austrian corporate experiences, emphasizing quality over volume.

The core elements of the strategy include:

• Digital Presence and Content Marketing: The website serves as the central hub,
featuring a portfolio of past events, client testimonials, and blog-style articles on trends
(e.g., “Why Alpine Team-Building Boosts Productivity”). Social media focus is on
LinkedIn for professional networking and Instagram for visual storytelling through
event photos and reels. During my internship, I contributed to a content calendar that
balanced promotional posts with value-adding content, achieving consistent
engagement.

• Targeted Outreach: Personalized LinkedIn messages and email campaigns to HR

managers, event coordinators, and executives in target sectors (tech, finance,
pharmaceuticals). Campaigns highlight specific solutions, such as “Sustainable
Incentive Programs” or “Hybrid Conferences in Vienna.”

• Partnerships and Co-Marketing: Collaborations with hotels, venues, and tourism boards
for joint promotions, cross-referrals, and bundled offers. This extends reach without
high advertising costs.

• Client Retention and Referrals: Post-event follow-ups with feedback requests, thank-
you packages, and exclusive offers for repeat bookings. Satisfied clients become
advocates, generating word-of-mouth referrals.

• Selective Paid Advertising: Limited use of Google Ads and LinkedIn sponsored content
for high-intent keywords (e.g., “corporate team building Austria”), ensuring cost
efficiency.

The strategy follows a funnel approach: awareness through content and partnerships,
consideration via personalized outreach and case studies, and conversion through detailed

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proposals. Measurement relies on metrics like website traffic, lead generation, engagement
rates, and conversion to inquiries. My contributions to campaigns resulted in measurable
improvements, reinforcing the strategy's effectiveness for a small firm. This focused, authentic
approach differentiates KAPUY from competitors relying on mass advertising.

4.3 PESTLE analysis of the marketing strategies

A PESTLE analysis reveals how external factors influence KAPUY's marketing strategies and
highlights adaptation opportunities.

Political: Austria's stable political environment and EU membership support the events
industry through tourism promotion initiatives (e.g., Austrian National Tourist Office
campaigns). Political encouragement of business tourism and incentives for sustainable
practices favorably impacts marketing messages emphasizing local economic contributions.

Economic: Post-pandemic recovery has increased corporate budgets for employee engagement
and hybrid events. However, economic uncertainty (inflation, energy costs) makes clients
price-sensitive, pushing KAPUY's marketing to emphasize value-for-money and ROI (e.g.,
improved team performance). Currency stability in the Eurozone aids international clients.

Social: Growing emphasis on work-life balance, mental health, and team cohesion drives
demand for experiential events. Trends toward sustainability and authenticity resonate with
younger decision-makers. Marketing capitalizes on this by showcasing well-being-focused
team-building and eco-friendly options.

Technological: Rapid adoption of digital tools (virtual platforms like Zoom/Teams, event apps)
enables hybrid marketing. KAPUY promotes technical capabilities in campaigns, while tools
like Canva, Mailchimp, and analytics software enhance efficiency. The shift to online discovery
favors SEO and LinkedIn strategies.

Legal: Strict GDPR compliance is critical for email marketing and data handling—KAPUY
ensures consent-based lists and transparent privacy policies. Event-related regulations (safety
permits, noise restrictions) are highlighted in marketing to build trust.

Environmental: Rising corporate ESG (Environmental, Social, Governance) requirements

create demand for green events. Marketing increasingly features sustainable practices (local
sourcing, carbon offsetting), positioning KAPUY as forward-thinking.

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Overall, PESTLE factors support a marketing strategy focused on digital B2B channels,
sustainability, and personalization, with opportunities to strengthen technological and
environmental messaging.

4.4 SWOT Analysis

The SWOT analysis evaluates the internal strengths and weaknesses of KAPUY Corporate
Events e.U., as well as the external opportunities and threats in the Austrian and Central
European corporate events market. The assessment is based on direct observations during my
internship, industry trends, and discussions with the team.

Strengths Opportunities
• Highly personalized, creative event • Growing demand for sustainable and
concepts leveraging Austria's unique hybrid corporate events.
locations.
• Strong local partnerships and • Expansion into neighboring markets
authentic storytelling through visual (Germany, Switzerland) via digital
content. marketing.
• Agile marketing execution due to • Partnerships with corporate wellness
small team size. platforms or tourism boards.
• Positive client testimonials and • Increased use of video content and
referral potential. virtual tours for global reach.
Weaknesses Threats
• Limited marketing budget compared • Intense competition from
to larger competitors. international agencies with greater
resources.
• Dependence on seasonal demand • Economic downturns reducing
affects consistent lead flow. corporate event budgets.
• Smaller digital reach and brand • Rapid technological changes
awareness outside Austria. requiring continuous upskilling.
• Reliance on owner-manager for key • Supply chain disruptions affecting
decisions. event execution and reputation

This SWOT analysis underscores the need to build on strengths (creativity, personalization)
while addressing weaknesses through targeted digital investments.

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4.5 Conclusion & Recommendation for the improvement

Marketing at KAPUY Corporate Events is effective in generating qualified leads through

focused, authentic B2B strategies that align with the company's niche positioning. Strengths in
content quality and personalization drive engagement, supported by a favorable PESTLE
environment emphasizing sustainability and digital trends.

However, to achieve growth ambitions, enhancements are recommended:

1. Invest in SEO and Content Strategy: Develop a professional blog with regular posts on
industry trends (€5,000 annual budget for freelance writers/tools) to improve organic
search rankings.

2. Expand Paid Digital Advertising: Increase LinkedIn and Google Ads budget
(€10,000/year) with advanced targeting for higher ROI.

3. Leverage Video and Influencer Marketing: Partner with business influencers or create
professional event highlight videos for YouTube/LinkedIn.

4. Implement Marketing Automation: Adopt tools like HubSpot for lead nurturing and
analytics to scale efforts efficiently.

5. Strengthen Sustainability Messaging: Obtain eco-certifications and feature them

prominently in all campaigns.

These improvements would enhance visibility, lead quality, and competitiveness while
maintaining KAPUY's authentic brand voice.

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5.0 CONCLUSION

The internship at KAPUY Corporate Events e.U. from 28 April 2025 to 03 August 2025 in the
Marketing Department was an enriching experience that bridged academic theory with
practical application in the dynamic corporate events industry. As a small, agile Austrian
company specializing in personalized events like conferences, incentives, team-building, and
hybrid gatherings, KAPUY demonstrated how creativity, client focus, and local expertise can
thrive in a competitive market. My hands-on involvement in digital marketing campaigns,
content creation, social media management, and analytics provided invaluable insights into
B2B promotion strategies tailored to the European MICE sector.

Throughout the report, key assessments highlighted KAPUY's strengths and areas for growth.
The company's business activities are characterized by high-quality, customized services that
leverage Austria's scenic and cultural assets, generating revenue through project-based fees
while navigating seasonal demands. Marketing efforts are effective in building relationships
and visibility through LinkedIn, email campaigns, and content marketing, though limited
resources constrain broader reach. Strategic management is agile and responsive, with an
iterative process that incorporates client feedback and trends like sustainability and hybrid
formats. Human resource management, though informal, fosters a collaborative culture
essential for creative industries, supported by flexible hiring and compliance with Austrian
labor laws.

Personal learnings were profound. I applied MBA concepts such as the marketing mix (4Ps:
Product—customized events; Price—value-based; Place—digital outreach; Promotion—
content and partnerships), SWOT/PESTLE analyses, and strategic planning models to real
scenarios. For instance, optimizing LinkedIn campaigns taught me audience segmentation and
performance metrics, while participating in event debriefs reinforced the importance of agile
decision-making. Challenges encountered, like adapting to last-minute client changes or
measuring ROI on limited ad spends, sharpened my problem-solving and adaptability skills.

The internship underscored broader industry trends: the post-pandemic shift toward hybrid and
sustainable events, increasing demand for experiential team-building amid employee well-
being priorities, and digital transformation enabling small firms to compete globally. KAPUY's
client-centric approach—evident in high satisfaction rates and repeat business—positions it
well for growth, but formalizing processes in marketing, HR, and strategy could enhance
scalability.

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Professionally, this experience solidified my aspiration for a career in international event
management and marketing. It developed my proficiency in digital tools (LinkedIn Analytics,
Mailchimp, Canva), cross-cultural communication (working in a multilingual team), and
strategic thinking. I am grateful to the KAPUY team for their mentorship, the owner for
entrusting me with meaningful tasks, and Professor Rosita Zvirgzdina and Turiba University
for facilitating this opportunity. The internship not only met academic requirements but also
equipped me with practical confidence to contribute to the evolving events sector. Moving
forward, I aim to pursue certifications in event management (e.g., CMP) and explore roles in
larger agencies or sustainable tourism marketing. This transformative period highlighted that
success in events lies in blending creativity with strategic execution, a lesson I will carry into
my future endeavors.

In summary, KAPUY Corporate Events exemplifies how niche specialization and authentic
relationships can drive success in a vibrant industry. The recommendations outlined in this
report offer pathways to amplify its potential, ensuring sustained growth in an increasingly
competitive landscape.

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6. RECOMMENDATIONS

To enhance KAPUY Corporate Events e.U.'s performance, competitiveness, and scalability,

the following actionable recommendations are proposed, synthesized from assessments across
business activities, strategic management, HRM, and marketing. These are prioritized for
feasibility in a small enterprise, with estimated budgets, timelines, responsible parties, and
expected outcomes. Implementation should be phased, starting with low-cost digital and
internal improvements, monitored via KPIs like lead conversion rates, client retention, and
revenue growth.

1. Enhance Digital Marketing Infrastructure (Priority: High)

o Description: Invest in SEO optimization for the website, expand content

marketing with a dedicated blog on event trends, and integrate marketing
automation tools (e.g., HubSpot or ActiveCampaign) for lead nurturing. Launch
targeted video campaigns on LinkedIn and YouTube showcasing event
highlights and client stories.

o Budget: €15,000 (tools subscription €5,000/year; freelance SEO/content expert

€10,000).

o Timeline: Q1 2026 (pilot SEO and automation); Q2 2026 (video production

rollout).

o Responsible: Marketing intern/owner with freelance support.

o Expected Outcomes: 30% increase in organic website traffic, 25% higher lead
generation, improved brand visibility measured by engagement metrics. This
addresses weaknesses in online discoverability and leverages technological
opportunities in PESTLE.

2. Strengthen Sustainability and Hybrid Offerings (Priority: High)

o Description: Obtain sustainability certifications (e.g., Austrian Ecolabel or ISO

20121 for event sustainability) and develop dedicated packages for green events
(local sourcing, carbon-neutral options). Promote hybrid capabilities with
integrated tech partners for seamless virtual/in-person experiences. Update
marketing materials to emphasize these as USPs.

o Budget: €8,000 (certification fees €3,000; tech partnerships €5,000).

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 o Timeline: Q1-Q2 2026 (certification process and package development); Q3
2026 (marketing launch).

o Responsible: Owner and event coordinators.

o Expected Outcomes: Attract eco-conscious clients (potential 15–20% revenue

uplift from premium pricing), alignment with social/environmental PESTLE
factors, enhanced reputation through case studies.

3. Formalize HR Processes for Talent Retention and Development (Priority: Medium)

o Description: Introduce a structured onboarding program, bi-annual

performance reviews, and skill development workshops (e.g., digital marketing
tools, event tech training). Create a freelancer database with rating systems and
establish employee wellness initiatives like flexible hours policies and team-
building (non-work) events.

o Budget: €5,000 (training platforms €2,000; external consultant for reviews

€3,000).

o Timeline: Q1 2026 (onboarding and database setup); ongoing reviews from Q2.

o Responsible: Owner with input from core team.

o Expected Outcomes: Reduced turnover (target <10%), higher productivity

through skilled staff, stronger labor relationships compliant with Austrian laws.
Addresses HRM gaps in formalization while preserving informal culture.

4. Expand Strategic Partnerships and Market Reach (Priority: Medium)

o Description: Form alliances with hotels, tourism boards, and complementary

services (e.g., AV tech providers) for co-marketing and bundled packages.
Explore adjacent markets (e.g., Germany/Switzerland) via targeted LinkedIn
ads and virtual networking events. Develop a referral program with incentives
for client recommendations.

o Budget: €7,000 (networking events €3,000; ad spend €4,000).

o Timeline: Q2 2026 (partnership outreach); Q3–Q4 (market expansion

campaigns).

o Responsible: Owner and marketing lead.

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 o Expected Outcomes: 20% increase in partnerships/referrals, geographic
diversification reducing seasonal dependency, leveraging economic/political
stability in Central Europe.

5. Implement Performance Monitoring and Risk Management Framework (Priority:

Low)

o Description: Adopt simple dashboards (e.g., Google Data Studio) for tracking
KPIs across marketing, events, and finances. Enhance risk management with
standardized contingency plans for disruptions (weather, cancellations) and
regular SWOT/PESTLE reviews.

o Budget: €3,000 (software subscriptions and training).

o Timeline: Q1 2026 rollout, quarterly reviews ongoing.

o Responsible: Owner with team input.

o Expected Outcomes: Data-driven decisions, 15% efficiency gains, proactive

threat mitigation.

Overall Implementation Roadmap:

• Phase 1 (Q1 2026): Digital infrastructure and HR formalization (total budget €20,000).

• Phase 2 (Q2–Q3 2026): Sustainability/hybrid focus and partnerships (€15,000).

• Phase 3 (Q4 2026 onward): Monitoring framework and evaluation. Monitor progress
monthly with KPIs (e.g., 25% lead growth, 90% client satisfaction). Potential
challenges like budget constraints can be mitigated through phased funding and ROI-
focused prioritization. These recommendations could collectively boost revenue by 20–
30%, enhance competitiveness, and position KAPUY for sustainable expansion in the
evolving events industry.

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REFERENCES

• Kotler, P. (2016). Marketing Management. Pearson.

• Company internal documents, 2025.

• Chaffey, D. (2019). Digital Marketing.

• Pearson. International Congress and Convention Association (ICCA). (2025).

• European Union General Data Protection Regulation (GDPR). (2018).

• Austrian events industry reports, 2025.

• Internship observations, 2025.

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